New technology implementation into manufacturing: Technology characteristics, training, group process, organizational support, and individual learning

This dissertation developed and tested a model of implementation of new manufacturing technology, using individual learning as the theoretical base. Drawing from the organizational behavior and technology management literatures, it was argued that many of the problems or successes of new technology implementation are a result of how easy or difficult it is for the individual user to learn the new technology. Individual technology learning is viewed as consisting of experiential and vicarious learning, as well as individual motivation of self-efficacy. The model proposed that four sets of variables would affect individual learning of the new technology: technology characteristics, training, group processes, and organizational support. The outcome variables in the model (time to competence, performance, and user satisfaction) reflect both concerns from practicing managers, as well as variables identified by researchers as important. A two-panel longitudinal field study of 157 respondents from four manufacturing divisions of a large corporation demonstrated partial support for the hypothesized relationships in the model; as well as some surprising contra-hypotheses findings. The results lead to some notable implications for those interested in technology implementation in manufacturing organizations, including: identifying and softening the shock of radicalness; having adequate information; dealing with the issue of competent and supportive peers in a group; assuring appropriate feedback to individuals; and the role of visible managerial and resource support